Latest news with #CHRO
Forbes
10 hours ago
- Health
- Forbes
The Ultimate Benefits Package? One That Comes With The Power Of Choice
Soni Basi, Ph.D., is a seasoned CHRO and has established her own consulting agency, POP HR. Let's talk about menopause in the workplace. Not the conversation you expected? In truth, conversations about how to deal with menopause in the workplace are as rare as workplace resources for those experiencing it. But think about the message the absence of such considerations sends to individuals going through menopause. They may worry no one at work will empathize with their experience. Instead, they might choose to hide their symptoms, which can include depression, anxiety, sleep deprivation and cognitive impairment, all of which contribute to burnout. In the process, they likely spend more time and energy at work worrying about how to handle it themselves. If we dig deeper, this conversation isn't really about menopause at all. It's about the critical link between choice, benefits and productivity. A modern company with a large workforce of women may naturally think to offer maternity care benefits, and for good reason. But among that population, there might be some who would be more motivated by fertility or menopausal care. And then again, some employee motivations may be unrelated to healthcare. When companies adapt their offerings to meet the diverse needs of their workforce, they announce to candidates, "I want employees to be able to show up as their whole selves without having to worry about external factors." Through highly personalized benefits, leaders also build higher-performing teams. There's more than one side to healthcare. I once worked at a company that offered mental health benefits, but had few conversations about it. Instead, workloads were heavy. Performance expectations were high. People were burning out, quitting and worse. Unsurprisingly, employee usage of mental health benefits was off the charts, more than any other offering. But it wasn't until leadership noticed that usage and made mental health an intentional part of the conversation that we were able to effectively address our workforce crisis. Benefits are expensive, but higher usage leads to healthier employees and, ultimately, a healthier bottom line for the company. According to McKinsey and the World Economic Forum, "enhanced employee health and well-being could generate up to $11.7 trillion in global economic value." This would require organizations to offer traditional healthcare options, but also nontraditional benefits, like flexible schedules and mental health services. In fact, the best healthcare options won't fit into a one-size-fits-all package. Most respondents in a 2023 CNBC/SurveyMonkey survey wanted fully paid healthcare premiums (51%), much more than those who wanted free food onsite (26%). Look closer, however, and Gen-Z workers felt dramatically different: free food (42%) was just as important as fully paid healthcare premiums (41%), with student loan repayments (34%) right behind them. While their preferences may differ, employees care about benefits. More and more, I see candidates eager to understand a company's benefits before being hired. In 2025, Gallup reported that the percentage of employees who would take another job for better pay and benefits rose from 41% pre-pandemic to 54%. Meanwhile, companies paying attention are already personalizing benefits. In Aon's 2024 U.S. Health Survey, 25% of employers reported plans to "increase flexibility and choice of benefits to better fit personal priorities," and 34% were exploring navigation apps using personal data to connect individuals to relevant options. Once technology companies integrate AI into those platforms, I think highly customized healthcare benefits will become table stakes. Personalized perks align passion and mission. Healthcare benefits are vital, but only a part of the picture. The top two drivers workers cited for accepting a new job in a 2022 Gallup survey were better pay (64%) and better work-life balance (61%). More interestingly, the third biggest factor for nearly six in ten respondents was "the ability to do what I do best." Tapping into that passion requires an understanding of what really excites someone about their work. Then leaders can design organizational perks that speak the language of that individual's particular motivators. It may sound obvious to say that satisfaction is the biggest driver of performance, but for the skeptical, recent research now backs this up (subscription required). Satisfaction comes from how motivated, valued and supported an employee feels day-to-day. Some get this through higher pay. But others crave praise, power, prestige or purpose. Let's say a company offers healthcare and two perks: a spot bonus program and a points program earning products through an online retailer. They may consider this "good enough," but these offerings only cover employees motivated by their pocketbooks. Adding perk options that also tap into other motivators—a new title, more responsibility, a seat alongside leadership or a chance to give back to the community—would be more effective at driving widespread productivity. Choice returns greater value. Companies that spend money on benefits want them to be highly utilized, which is more likely when packages reflect their workforce's needs. Choice is key. To change your current offering to an options approach, first, look externally. See what others are offering and where your competitors have an advantage. Then look internally at your own data around which benefits people are using (and not using), and see how that connects to your population, their ages and their experiences. Finally, ask your people. Finding out what matters to them is the easiest way to understand their individual motivators. Until I ask people which reward they would choose given the choice, I might never learn that some would gladly exchange a week of PTO for a few days of paid volunteer work on company time. Knowing your employees is the best way to discover relevant benefits offerings they will want to use. With choice and personalization, leaders can offer the most competitive rewards. Does this mean highly customized healthcare? Yes. Does it mean additional organizational perks that drive individuals to go above and beyond? Also yes. Just as compensation comes with bonuses and rate changes for merit and equity, perks and benefits can come with flexibility based on how people want to be rewarded. That process of personalization may look different for every company, but those that act first will lead the way. Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?
Associated Press
2 days ago
- Business
- Associated Press
One Model Named 'Ethical AI Solution of the Year' in 2025 AI Breakthrough Awards
AUSTIN, Texas--(BUSINESS WIRE)--Jun 30, 2025-- One Model, the People Analytics platform trusted by enterprise HR teams, today announced that it has been named 'Ethical AI Solution of the Year' in the 8th annual AI Breakthrough Awards. The program, which received more than 5,000 nominations from 20+ countries, honors the top companies, products, and leaders in AI around the world. This press release features multimedia. View the full release here: One Model wins Ethical AI Solution making HR Teams feel confident in using AI. Built for Today's CHRO CHROs are facing complex demands—shrinking budgets, increasing scrutiny, and the need to make sensitive workforce decisions with speed and precision. For them, ethical AI isn't a bonus. It's the baseline. Transparent, defensible data is the only way to earn trust with their teams, peers, and boards. That's exactly what One Model was built to deliver. What Sets One Model Apart One Model turns messy, siloed workforce data into structured insight that HR teams can actually use. It provides full transparency into every model, variable, and recommendation—so users can see how predictions are made, and why. No black boxes. No guesswork. With One AI Recipes, HR teams can build predictive models step-by-step using intuitive templates. They can adjust for variables like tenure, performance, geography, or demographics—all without needing data science expertise. And with One AI Assistant, a generative tool, HR leaders can uncover trends, spot outliers, and get fast, tailored recommendations from their own data—without waiting on a dashboard or a data team. A Commitment to Transparency 'We've built our platform on the idea that AI should be transparent, usable, and grounded in reality,' said Chris Butler, CEO of One Model. 'This award is a reflection of that philosophy—and of our belief that HR leaders deserve clear, defensible answers to the hardest people questions. That's what we're here to continue delivering.' Industry Recognition 'One Model sets itself apart by addressing the challenges faced by HR professionals with its flexible, transparent, and accessible AI-powered people analytics platform. One of the biggest challenges in adopting AI for HR is fragmented workforce data across systems. Most AI solutions rely on generalized data and obscure models, resulting in insights that don't align with specific organizational needs,' said Steve Johansson, managing director at AI Breakthrough. 'Through data transparency, ethical AI, and customizable, user-friendly tools, One Model is revolutionizing people analytics. It empowers HR professionals to make informed decisions with confidence, driving real business outcomes.' About the AI Breakthrough Awards The AI Breakthrough Awards program highlights excellence across a broad set of categories, including Generative AI, NLP, AIOps, Agentic AI, Robotics, and industry-specific applications. Now in its eighth year, the awards shine a spotlight on the companies shaping the future of artificial intelligence. About One Model One Model helps organizations unlock the full value of their workforce data. The platform combines secure data orchestration, advanced analytics, machine learning, and narrative storytelling to drive smarter, faster decisions. To learn more, visit About AI Breakthrough Part of Tech Breakthrough, a leading market intelligence and recognition platform for global technology innovation and leadership, the AI Breakthrough Awards program is devoted to honoring excellence in Artificial Intelligence technologies, services, companies and products. The AI Breakthrough Awards provide public recognition for the achievements of AI companies and products in categories including Generative AI, Machine Learning, AI Platforms, Robotics, Business Intelligence, AI Hardware, Computer Vision and more. For more information visit Tech Breakthrough LLC does not endorse any vendor, product or service depicted in our recognition programs, and does not advise technology users to select only those vendors with award designations. Tech Breakthrough LLC recognition consists of the opinions of the Tech Breakthrough LLC organization and should not be construed as statements of fact. Tech Breakthrough LLC disclaims all warranties, expressed or implied, with respect to this recognition program, including any warranties of merchantability or fitness for a particular purpose. View source version on CONTACT: Shiann Weiss [email protected] KEYWORD: UNITED STATES NORTH AMERICA CANADA TEXAS INDUSTRY KEYWORD: SOFTWARE DATA ANALYTICS HUMAN RESOURCES ARTIFICIAL INTELLIGENCE DATA MANAGEMENT PROFESSIONAL SERVICES TECHNOLOGY SECURITY SOURCE: One Model Copyright Business Wire 2025. PUB: 06/30/2025 07:30 AM/DISC: 06/30/2025 07:31 AM
Time of India
5 days ago
- Business
- Time of India
58% of L&D leaders name skill gaps & AI adoption their biggest challenge: ETHRWorld 2025 Study
In a world where disruption is the new normal, learning & development (L&D) leaders are grappling with widening skill gaps and slow AI adoption, according to the newly released ETHRWorld Global Learning & Skilling Report 2025. The comprehensive study, based on insights from over 150 HR and L&D professionals across India, the Middle East, and Southeast Asia, offers a panoramic view of the evolving talent landscape. Published by ETHRWorld, a premier platform from The Economic Times for workplace intelligence, the second edition of the report identifies leadership development, digital fluency, and AI integration as the top strategic priorities for organizations preparing for the future of work. 'This second edition of the report serves as a timely pulse check for L&D leaders navigating rapid change. The insights go beyond trends—they spotlight the real challenges and opportunities shaping the future of talent. It's a critical resource for organizations rethinking their learning strategies in 2025,' said Yasmin Taj, Editor-Features, ETHRWorld. Key highlights from the report include: ●58% of L&D leaders rank addressing skill gaps and future workforce readiness as their top concern in 2025. ●52% struggle to keep pace with technological change and digital transformation. ●Despite high optimism, 48% of organizations are yet to implement AI in any L&D capacity, citing internal capability gaps and unclear ROI. ●Leadership development is the highest-ranked L&D priority, followed by digital transformation skills and reskilling/upskilling initiatives. The report reveals that leadership development is emerging as a cornerstone of organizational resilience, with future-ready leaders seen as critical to navigating uncertainty and complexity. At the same time, widening skill gaps have become a silent emergency, as the pace of external disruption increasingly outstrips internal talent development efforts. While there is strong belief in the potential of technology—76% of L&D leaders agree that AI will enhance human-led learning—actual implementation remains sluggish due to capability gaps and ambiguous returns on investment. Moreover, a disconnect between strategic ambition and financial commitment persists, with 69% of organizations allocating less than 10% of their budgets to L&D. Perhaps most tellingly, the most valued capabilities in 2025 are those that demonstrate agility: adaptability, digital dexterity, and emotional intelligence have become the most sought-after traits in a workforce ready for transformation. The report features exclusive perspectives from industry leaders such as Krish Shankar (former CHRO, Infosys), Fermin Diez, and talent heads from Titan, DCM Shriram, Vedanta, Hilton, AIA, Jindal Stainless, and more. To access the full report or request expert interviews, visit Stay informed with the latest business news, updates on bank holidays and public holidays . AI Masterclass for Students. Upskill Young Ones Today!– Join Now
The Hill
20-06-2025
- Business
- The Hill
Female CEOs are more qualified than male CEOs, says new report
Although we've recently seen some positive movements when it comes to women in leadership roles, a new report reveals that women often need to be more qualified than men to be considered for CEO positions. Barriers and Breakthroughs: A Data-Driven Look at Women CEOs at America's Largest Corporations, conducted by Women's Power Gap, analyzed the career paths of all current S&P 500 CEOs, and its results challenge the misconception that women reach CEO roles through lowered standards or diversity quotas. In fact, it found that women CEOs are 32 percent more likely than men to have served as company president before becoming CEO, reflecting an additional step in leadership experience. In contrast, men were more likely to advance from division head positions (29 percent v 23 percent) or COO (17 percent v 8 percent) than women. Additionally, women are more likely to have served as chief financial officer (CFO) prior to becoming CEO. Some 10 percent of female CEOs held this role compared to 6 percent of male CEOs, indicating strong financial expertise among women leaders. Yet, despite all this experience women remain underrepresented at CEO level. Though in 2024, women comprised 17 percent of newly-appointed CEOs (11 of 64), only 48 women led S&P 500 companies (10 percent), up from just nine per cent in 2000. Frustratingly, the report identifies a phenomenon that affects many women, which sees them stuck on the second-to-last rung of the ladder, not quite reaching the top. Specifically, among S&P 100 companies, women occupy 24 percent of the three main launch positions (COO, president, and head of division/regional market), yet only 8 percent of CEO positions. Whereas men hold 76 percent of launch positions, and 92 percent of CEO roles. The report also highlights the uneven distribution of women across particular executive roles. Some 76 percent of CHRO roles are performed by women, while 56 percent of Chief Marketing Offers are also roles are less frequently linked to the CEO track; men are three times more likely to take profit-linked roles that lead to CEO opportunities. No women founders serve as CEOs of S&P 500 companies, compared to 29 men who are founders and CEOs, indicating a gap in entrepreneurial leadership. Women of color face even greater underrepresentation. At the time of the report, there were no Black or Hispanic women CEOs in the S&P 500, and only six Asian women CEOs, while men of color held a higher share of CEO roles. Things aren't a whole lot better for non-white men either. Asian, Black, and Hispanic men comprised 37 (7.4 percent), eight (1.6 percent), and 17 (3.4 percent) of the CEOs, respectively. Meanwhile, among the highest paid executives in S&P 100 companies, women of color represented three percent, while men of color represented 18 percent. The report concludes that though we have women CEOs at major corporations like Oracle (Safra Catz), Accenture (Julie Sweet), and GM (Mary Barra), there is still a long way to go. As explored previously on The Hill, a 2022 study from three U.S. academics entitled 'Potential' and the Gender Promotion Gap, revealed men are often promoted for showing promise, while women are expected to have achieved something significant first. Advanced AI resume screening software, like Dash, can be trained to ignore names and any details that give away an applicant's gender, ensuring a much more equitable hiring process. However, for very senior roles like CEO, promoting and sourcing candidates is more likely to be person-to-person, relying heavily on internal networks and direct relationships, rather than broad external searches. It's clear that closing the leadership gender gap in America's largest corporations still requires continued effort. And Women's Power Gap's report calls on companies to remove structural barriers, and foster merit-based culture to ensure equal opportunities for all aspiring leaders. If you're not on the CEO track in your organization, but want to advance your career or explore senior leadership opportunities, check out The Hill's job board, which offers a wide range of senior positions across government, policy, and corporate sectors. Ready to find a new role? Browse thousands of jobs on The Hill Job Board
Yahoo
19-06-2025
- Business
- Yahoo
Michael Baker International Names Tanya Currie Executive Vice President and Chief Human Resources Officer
Ms. Currie joins the firm's Executive Leadership Team as head of the Human Resources organization PITTSBURGH, June 19, 2025 /PRNewswire/ -- Michael Baker International, a global leader in engineering, consulting and technology services, today announced that Tanya Currie has joined the firm as Executive Vice President and Chief Human Resources Officer (CHRO). Ms. Currie joins the firm's Executive Leadership Team as head of the Human Resources (HR) organization. In this role, she will drive critical HR programs throughout the company to accomplish key business objectives and implement cultural and organizational change. Her leadership will ensure that the firm has the talent and employee-focused programs in place to achieve its transformational vision of becoming a full-service engineering, consulting and advisory firm. Ms. Currie will focus on enhancing the firm's total rewards strategy to support competitive compensation, innovative benefits and wellness programs that foster a healthier and more productive workforce. She will lead employee development initiatives through structured talent reviews and succession planning to promote growth at all levels. Ms. Currie will also play a key role in attracting top talent aligned with Michael Baker's values and committed to evolving, growing and improving the firm. Additionally, she will expand the strategic impact of HR Business Partners (HRBPs) by increasing their focus on driving retention and providing opportunities to learn, grow and advance through career pathing at all levels of the organization. Through these efforts, she will champion a Culture of Excellence where every employee feels included, valued and connected to the firm's credo: We Make a Difference. "Tanya is a dynamic and experienced leader who truly understands our industry and how to create programs that put employees first while keeping our business goals in focus," said Brian A. Lutes, CEO at Michael Baker International. "She will shape the future of our HR organization and employee experience, ensuring that every member of our Wolf Pack has the support they need to grow, contribute and do their best work for our clients, communities and each other. Tanya will also help strengthen our One Michael Baker culture while using digital tools and automation to bring more efficiency to our work." Ms. Currie brings more than two and a half decades of HR experience in the global infrastructure industry to her leadership role with Michael Baker. She has led successful global programs in talent acquisition, talent retention and employee engagement in partnership with executive leadership to support growth across the organization and joins Michael Baker from AECOM, where she most recently served as Global Head of HR Business Partners & Talent Acquisition. Earlier in her career, she was a Learning & Growth Associate with Deloitte. Ms. Currie earned a Bachelor of Arts degree in Psychology, with a minor in Business Administration, from Wilfrid Laurier University (Canada). About Michael Baker InternationalMichael Baker International is a leading provider of engineering, consulting and technology services spanning three distinct Verticals: Infrastructure, Integrated Design and Advisory (IDA) and GovTech. The firm's Practices encompass all facets of infrastructure, including design and civil engineering for diverse bridge, highway, water, rail and transit and aviation projects, as well as planning, architecture, environmental and construction and program management. For 85 years, the company has been a trusted partner to clients, providing comprehensive services and solutions, delivering expertise and quality, and embracing emerging technologies and the latest innovations – like intelligent transportation, engineered models and public safety software as a service (SaaS). The company has more than 5,100 employees across more than 90 office locations. Michael Baker's Wolf Pack is committed to Making a Difference for clients and communities through a culture of innovation, collaboration and technological advancement while evolving its business to become a full-service engineering and consulting firm. To learn more, visit Contact: Julia (866) 293-4609 View original content to download multimedia: SOURCE Michael Baker International Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
